SKILLS FRAMEWORK FOR FOOD SERVICES SKILL ... FRAMEWORK FOR FOOD SERVICES SKILL STANDARD SERVICE SUPERVISOR (F&B SUPERVISOR / FLOOR MANAGER / SHIFT MANAGER / HEAD WAITER) Copyright

SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARD

SERVICE SUPERVISOR (F&B SUPERVISOR / FLOOR MANAGER / SHIFT MANAGER / HEAD WAITER)

Important Points to Note about this Document This document is intended purely to provide general information to enable individuals, employers and training providers to be informed about the skills for career, training and education purposes. SSG provides no warranty whatsoever about the contents of this document, and does not warrant that the courses of action mentioned in this document will secure employment, promotion, or monetary benefits.

Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1.

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Occupation: Service Supervisor (F&B Supervisor / Floor Manager / Shift Manager /

Head Waiter)

Occupation Description:

The Service Supervisor (F&B Supervisor/Floor Manager/Head Waiter) leads and ensures

service standards, food hygiene and safety standards are upheld by the team on each

shift.

His/Her role includes planning and preparing staff duty rosters and off-day scheduling,

providing on-the-job training for staff, and handling work-related problems and resolves

them in a positive and professional way. When required, he oversees reservations and

assigning work stations to staff.

He also performs administrative tasks such as managing payroll and writing budgets.

He should possess good communication skills, be able to interact well with his staff and

customers with the diplomacy to defuse anger, collect accurate information and to resolve

problems.




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The skills expected of the Group Beverage Manager are summarised as below:

Skill Category Skill

Analytical,

Conceptual and

Evaluative

1. Solve Problems and Make Decisions at Managerial Level

Business

Continuity

Management

2. Execute Crisis Management Plans

Business

Negotiation 3. Apply Basic Negotiation Skills and Techniques

Communications 4. Articulate and Discuss Ideas

Food and

Beverage Service

5. Coordinate Food and Beverage Service

6. Provide Quality Control for Service

7. Supervise Bar Service

Information and

Results 8. Manage Service Performance

Innovation 9. Manage Productivity Improvements




3

Leadership 10. Role Model the Service Vision

People and

Relationship

Management

11. Coach for Service Performance

12. Develop a Work Team

13. Lead Workplace Communication and Engagement

14. Manage a Diverse Service Environment

15. Supervise, Motivate and Empower Staff

People

Development 16. Conduct Orientation and Training

Personal

Management and

Development

17. Develop Self to Maintain Professional Competence at

Supervisory Level

Planning and

Implementation

18. Maintain Inventories

19. Manage Operations for Service Excellence

Quality

20. Manage Quality System and Processes

Sales and

Marketing 21. Maintain Displays

Site/Outlet and

Equipment

Management

22. Implement Site/Outlet and Equipment Maintenance Plans




4

Workplace Safety

and Health 23. Manage Workplace Safety and Health System

Workplace Safety

and Hygiene 24. Conduct Food and Beverage Hygiene Audit




5

Skill Code ES-ACE-402G-1

Skill Category Analytical, Conceptual

and Evaluative

Skill Sub-Category

(where applicable) N/A

Skill Solve Problems and Make Decisions at Managerial Level

Skill Description

This skill describes the ability to examine the causes of performance

deficiency and its impact on an organisation. It also includes

managing team dynamics to identify and address performance

deficiency.

Knowledge and

Analysis

It refers to gathering,

cognitive processing,

integration and

inspection of facts and

information required to

perform the work tasks

and activities.

The ability to understand:

• Advantages and disadvantages of the various methods to collect

relevant and current information on organisational performance

standards and quality control policies

• Sources of information to identify performance deficiency

• Advantages and disadvantages of the various methods to identify

performance deficiency

• Types of analytical tools and techniques and their application in

the problem- solving and decision-making process

• Principles of group dynamics and teamwork and techniques to

manage team dynamics

• Types of decision-making models for arriving at the preferred

solution and their features

• Factors affecting the effectiveness of an implementation plan

• Tools and techniques to identify performance deficiency or cause

of failure in implemented solution and implementation plan and

their features

• Advantages and disadvantages of various ways to formalise

implemented solution as part of current Standard Operating

Procedures (SOPs)

• Organisational procedures for amending and disseminating SOPs




6

Application and

Adaptation The ability to:

• Collect relevant and current information on organisational

performance standards and quality control policies

• Identify the types of performance deficiency and examine the

causes and their impact on organisation-related aspects

• Identify the root causes of the problems with team members

using appropriate group facilitation techniques

• Determine a preferred solution using appropriate methods and

draw up an implementation plan to implement the solution at the

workplace

• Formalise implemented solution as part of the organisation’s

current standard operating procedures

• Evaluate the effectiveness of the implemented solution and

implementation plan using appropriate techniques and criteria

It refers to the ability to


and activities required

of the occupation, and

the ability to react to

and manage the

changes at work.

Innovation and Value

Creation The ability to:

• Generate creative ideas using appropriate idea generation and

group facilitation techniques

• Shortlist the most viable ideas based on a set of pertinent criteria

using appropriate problem-solving and decision-making

techniques and tools

• Evaluate the impact of shortlisted ideas using appropriate

problem-solving and decision-making techniques and tools

• Develop a corrective action plan for any shortfalls identified in the

implemented solution and conduct a follow-up review of

modifications made


generate purposive

ideas to improve work

performance and/or

enhance business

values that are aligned

to organisational goals.

Social Intelligence

and Ethics The ability to:




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use affective factors in

leadership, relationship

and diversity

management guided by

professional codes of

ethics.

• Manage team dynamics and differing opinions through the use of

conflict management techniques

Learning to Learn The ability to:

• Reflect on own strengths and weaknesses and its impact in

solving problems and making decisions


develop and improve

one’s self within and

outside of one’s area of

work.

Range of Application N/A

(where applicable)

It refers to the critical

circumstances and

contexts that the skill

may be demonstrated.

Version Control

Version Date Changes Made Edited by

ES-ACE-402G-1 1-Sep-16 Initial Version WDA




8

Skill Code BM-BCM-304E-1

Skill Category Business Continuity

Management

Skill Sub-Category


Skill Execute Crisis Management Plan

Skill Description

This skill describes the ability to execute crisis management plan. It

also includes coordinating crisis response and recovery activities,

executing individual roles during disruptive events and validating crisis

management plan.

Knowledge and

Analysis



integration and




and activities.


• Crisis management plan, including crisis response and recovery

activities

• Critical business functions

• Business continuity plans

• Emergency control exercises

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Assist in the coordination and integration of crisis response and

recovery activities in accordance with recovery and business

continuity plans to respond to disruptive events

• Execute individual roles within the crisis management plan to

respond to disruptive events




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Creation


generate purposive


performance and/or

enhance business



The ability to:

• Participate in the organisation’s emergency control exercises to

validate and make improvements to the crisis management plan to

ensure organisational readiness

Social Intelligence

and Ethics




and diversity

management guided

by professional codes

of ethics.

The ability to:

• Manage own emotions to maintain composure and display self-

confidence and resilience when dealing with challenges in a crisis

situation

• Respond appropriately to negative emotional cues of organisation

members during a crisis situation to provide reassurance

Learning to Learn


develop and improve


outside of one’s area

of work.

The ability to:

• Augment own knowledge on crisis management by subscribing to

diverse learning channels to ensure continuous learning for

workplace application

Range of Application

(where applicable)


circumstances and



N/A




10

Version Control


BM-BCM-304E-1 1 September 2016 Initial Version WDA




11

Skill Code BM-BN-301E-1

Skill Category Business Negotiation

Skill Sub-Category


Skill Apply Basic Negotiation Skills and Techniques

Skill Description

This skill describes the ability to apply basic negotiation skills and

techniques to achieve organisation’s desired position in a negotiation.

It also includes identifying negotiation outcomes and responsibilities,

preparing background information and documenting negotiation.

Knowledge and

Analysis



integration and




and activities.


• Negotiation objectives

• Context of negotiation

• Social and cultural differences which may affect negotiations

• Interpersonal skills

• Communication and conflict resolution techniques

• Relevant precedents

• Components of minutes

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Identify negotiation outcomes in commercial situations to

establish organisation’s desired position in the negotiation

• Identify roles and responsibilities needed to support negotiation

objectives

• Prepare relevant background information to understand other

parties’ position

• Use negotiation processes and techniques to assist in achieving

desired negotiation outcomes

• Record negotiations for evaluation and documentation purposes




12


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Identify opportunities to strive for negotiation outcomes to add

value to the organisation

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Manage self to maintain composure and self-confidence when

conducting negotiations

Learning to Learn


develop and improve



work.

The ability to:

• Engage in self-reflection to identify own areas for improvement in

negotiation techniques

• Improve own negotiation techniques by subscribing to learning

channels and participating in review platforms with supervisors

and peers to enhance own negotiation skills


(where applicable)


circumstances and



N/A




13

Version Control


BM-BN-301E-1 1 September 2016 Initial Version WDA




14

Skill Code BM-COM-404E-1

Skill Category Communications

Skill Sub-Category


Skill Articulate and Discuss Ideas

Skill Description

This skill describes the ability to articulate and discuss ideas. It includes

selecting, reviewing and refining approaches to communicate ideas,

identifying and implementing specific ways to encourage responses,

substantiating and challenging viewpoints, as well as exchanging ideas

to reach intended outcomes.

Knowledge and

Analysis



integration and




and activities.


• Factors to consider when selecting best approaches to

communicate ideas

• Modes of communication

• Techniques of engaging others

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Select appropriate approaches to communicate ideas in an

effective manner to achieve intended outcomes

• Identify and implement specific ways to encourage responses

from communicating parties

• Substantiate or challenge viewpoints using a logical approach

to achieve intended outcomes

• Exchange ideas until outcomes are reached to ensure

agreement from communicating parties




15


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Review and refine approaches to communicate ideas to

improve communication process and outcomes

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Demonstrate empathy and appreciation of others’ views and

issues when articulating and discussing ideas to ensure

individual views are acknowledged and addressed

Learning to Learn


develop and improve



work.

The ability to:

• Engage in self-reflection to identify areas for improvement in

own ability to articulate and discuss ideas

• Improve own ability to articulate and discuss ideas by

subscribing to diverse learning channels and participating in

review platforms with peers and supervisors to ensure

continuous learning


(where applicable)


circumstances and



N/A




16

Version Control


BM-COM-404E-1 4 August 2017 Initial Version SSG




17

Skill Code FSS-FBS-4003-1.1

Skill Category Food and Beverage

Service

Skill Sub-Category

(where applicable)

Skill Coordinate Food and Beverage Service

Skill Description

This skill describes the ability to implement service standards, food

and beverage hygiene and safety guidelines, staff scheduling and

supervise food and beverage service teams

Knowledge and

Analysis



integration and




and activities.


• Service standards of the organisation

• Techniques of coaching, mentoring and giving feedback

• Methods to maintain food hygiene standards

• Maintenance of workplace hygiene and impact on foodborne illness

• Implications and definitions of contamination and cross-contamination

• Process of conducting on-the-job trainings for staff

• Considerations for handling high-risk foods

• Strategies and conditions to apply different service styles (e.g. plate, platter, family, take-away)

• Importance of menu knowledge including preparation methods and ingredients

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Implement service standards within the organisation

• Take corrective actions of guest dissatisfaction events

• Provide feedback for changes to service standards and provide inputs for ongoing changes to outlet procedures

• Schedule and complete scheduling documentations based on operational needs

• Ensure safety and hygiene of final products, and working place

• Identify signs of pest infestations and carry out follow-up actions

• Ensure outlet cleanliness and appearance is maintained

• Train, coach and mentor staff on service, safety and hygiene standards in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements




18


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Identify areas of improvement in processes

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Monitoring organisational compliance with food handling legislative requirements to meet quality standards

• Ensure good rapport with customers and internal stakeholders

• Develop and maintain relationships by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives

• Exhibit and ensure that team members demonstrate integrity and ethical behaviour at the workplace

Learning to Learn


develop and improve



work.

The ability to:

• Identify gaps in learning and select approach to close the learning gap and improve on quality of task assigned

• Provides feedback to co-worker and/or supervisor in a considerate and constructive manner

• Keep up to date on industry trends in the food and beverage sector

• Identify available opportunities to learn from co-worker and/or supervisor for ownself and suggest opportunities for subordinates

• Ensure that others understand and apply the brand standards

• Be a role model for subordinates to adopt the brand standards

• Develop SOPs which ensure consistency in work output

• Monitor others to ensure that consistency is maintained in their work output


(where applicable)

Food safety and health requirements must include:

• National Environment Agency (NEA) environmental Public Health (Food Hygiene) Regulations




19


circumstances and



• Workplace Safety and Health Regulations under the WSH Act 2006 and all updates and current policies

• Hazard Analysis and Critical Control Points management system (HACCP)

• Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act)

• Liquor Control (Supply and Consumption) Act 2015

Version Control


FSS-FBS-4003-1.1 4 August 2017 Initial Version SSG and SPRING

Singapore




20



Service

Skill Sub-Category


Skill Provide Quality Control for Service

Skill Description

This skill describes the ability to provide quality control for service. It

also includes supervising opening of shifts, monitoring customer

service, handling customer complaints, handling problem payments

and supervising handovers and closing of shifts.

Knowledge and

Analysis



integration and




and activities.


• Product knowledge, including menu items, ingredients and

preparation techniques

• Quality standards and methods to maintain quality of par

stock (e.g. linens)

• Service standards in the organisation

• Strategies and conditions to apply different service styles

(plate, platter, family, take-away, etc.)

• Importance of performing table maintenance and meeting

customers’ needs throughout meal

• Common reasons for customers’ dissatisfaction and how to

handle them

• Importance of properly resolving customer complaints, to

preserve brand image

• Appropriate authorities for resolving issues and complaints

• Functions of point of sales systems

• Documentation required for opening and closing shifts

• Staff job descriptions and levels of authority

• Methods to brief, coach and mentor staff

Application and

Adaptation






The ability to:

• Monitor customer service

• Handle customer complaints

• Handle payments and related issues

• Supervise opening and closing shifts and ensure completion

of relevant documentation




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and manage the

changes at work.

• Coach and mentor staff appropriately on service, safety,

grooming and attire, in accordance with organisational

procedures and Workplace Safety and Health requirements


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Identify areas of improvement in quality control processes

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Monitor organisational compliance with food handling

legislative requirements to meet quality standards

• Ensure good rapport with customers and internal

stakeholders

• Develop and maintain relationships by showing trust, respect

and support towards co-workers and/or supervisor in daily

activities to achieve organisational objectives

• Exhibit and ensure that team members demonstrate integrity

and ethical behaviour at the workplace

Learning to Learn


develop and improve



work.

The ability to:

• Identify gaps in learning and select approach to close the

learning gap and improve on quality of task assigned

• Provides feedback to co-worker and/or supervisor in a

considerate and constructive manner

• Keep up to date on industry trends in the food and beverage

sector

• Identify available opportunities to learn from co-worker and/or

supervisor for ownself and suggest opportunities for

subordinates


• Be a role model for subordinates to adopt the brand

standards





22

• Monitor others to ensure that consistency is maintained in

their work output


(where applicable)


circumstances and




• National Environment Agency (NEA) Environmental Public

Health (Food Hygiene) Regulations

• Workplace Safety and Health Regulations under the WSH

Act

• Hazard Analysis and Critical Control Points management

system (HACCP)

• Relevant food regulations under the Agri-Food and Veterinary

Authority of Singapore (AVA) (e.g. Sale of Food Act)

Version Control



Singapore




23



Service

Skill Sub-Category

(where applicable) Beverage

Skill Supervise Bar Service

Skill Description This skill describes the ability preparie for operations, supervise

service delivery and maintaining work areas at the bar.

Knowledge and

Analysis



integration and




and activities.


• Types and uses of tools and equipment in a bar

• Job descriptions, levels of authority and duties required at the

end of shift, in terms of operations

• Bar product knowledge

• Bar order processing

• Staff grooming and attire, and cleanliness of bar

• Types and methods to complete documentation related to bar

services

• Appropriate storage conditions for food and beverages

• Par stock quality, quantity levels and methods of

maintainance

• Methods to secure inventory

• Coaching, mentoring and leadership skills

• Selling techniques

• Bill issuance and verification

• Cost analysis methods

• Importance of having a 'hospitality first' mindset

• Various techniques and procedures to handle incidents and

customers' complaints for different situations

Application and

Adaptation






The ability to:

• Supervise and conduct spot checks on beverage

preparations and order delivery

• Monitor bar counters, bar inventory and requisitions

• Complete opening and ending shift duties and the

documentation required




24

and manage the

changes at work.

• Engage and communicate with staff

• Train, coach and mentor staff on product and service

knowledge

• Handle and resolve customers complaints, in accordance

with organisational procedures and recipes, food and

Workplace Safety and Health requirements


Creation


generate purposive


performance and/or

enhance business



The ability to:


Social Intelligence

and Ethics




and diversity



ethics.

The ability to:




stakeholders






Learning to Learn


develop and improve



work.

The ability to:



• Provide feedback to co-worker and/or supervisor in a



sector



subordinates





25


standards



their work output


(where applicable)


circumstances and







Act


system (HACCP)



Version Control



Singapore




26

Skill Code SVCF-IR-301C-1

Skill Category Information and

Results

Skill Sub-Category


Skill Manage Service Performance

Skill Description

This skill describes the ability to manage service quality and customer

satisfaction in an organisation. This includes assessing service

performance gaps, communicating and monitoring service

performance levels.

Knowledge and

Analysis

It refers to

gathering, cognitive

processing,

integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Importance of organisation’s service standards

• Types of service performance gaps

• Methods to gather service performance data

• Methods to communicate the organisation’s service performance

to the team

• Platforms to motivate service team to uphold organisation service

standards

• Methods to motivate team to achieve service excellence

• Methods to monitor effectiveness of actions taken

Application and

Adaptation

It refers to the ability

to perform the work

tasks and activities

required of the

occupation, and the

ability to react to

and manage the

changes at work.

The ability to:

• Gather data related to the organisation’s service performance

• Analyse organisation’s service performance data with

organisation’s service standards and industry performance data

to ascertain performance gaps

• Monitor service performance levels for effectiveness of actions

taken




27

Innovation and

Value Creation


to generate

purposive ideas to

improve work

performance and/or

enhance business

values that are

aligned to

organisational goals.

The ability to:

• Propose suggestions to address service performance gaps

Social Intelligence

and Ethics


to use affective

factors in

leadership,

relationship and

diversity

management guided

by professional

codes of ethics.

The ability to:

• Communicate service performance levels to motivate team to

achieve service excellence

Learning to Learn


to develop and

improve one’s self

within and outside of

one’s area of work.

The ability to:

• Use past mistakes as learning opportunities to motivate team to

achieve service excellence

• Keep abreast of customer satisfaction by collecting customer

feedback to maintain levels of service excellence

Range of

Application

(where applicable)

It refers to the

critical

circumstances and

contexts that the

An organisation’s service standards may be defined as the

commitment to a level of service performance that an organisation’s

customers can expect. This includes:

• Standards for customer enquiries which set out how customers

may contact the organisation for queries, e.g. queries may be

received by email, telephone, mail or fax

• Standards for timeliness which indicate how long a customer

should wait to be served, e.g. waiting times




28

skill may be

demonstrated. • Standards for accuracy which stipulate that information provided

to customers should be up to date, free of errors, and complete

Methods to collect service performance data may include:

• Interviews with customers

• Observations of service environment

• Surveys and feedback forms from customers

• Data from organisation’s service performance monitoring systems

comparing service performance data with organisation service

standards

Suggestions to address service performance gaps must include:

• Details of area of improvement

• Impact of non-improvement

• Suggestions for improvement

• Considerations for suggested improvement

• Possible impact of improvement on the organisation

Methods to motivate service team to achieve service excellence may

include:

• Addressing challenges faced by the team in upholding

organisation’s service standards

• Recognising individuals who consistently meet or exceed

expectations

• Celebrating service team’s success when organisation service

standards are met or exceeded

• Inviting suggestions from team on how to close service gaps

• Coaching individuals to improve service performance

Version Control


SVCF-IR-301E-1 1-Sep-16 Initial Version WDA




29

Skill Code FSS-INO-4003-1.1

Skill Category Innovation

Skill Sub-Category


Skill Manage Productivity Improvements

Skill Description

This skill describes the ability to identify opportunities for productivity

measurement and improvement at workplace. It also includes

selecting and implementing relevant techniques and tools for

productivity improvement and managing productivity at the workplace.

Knowledge and

Analysis



integration and




and activities.


• Concept and definition of productivity

• Factors affecting productivity

• Productivity measurements and their uses in the organisation

• Barriers to productivity improvement

• Methods of describing and establishing productivity

improvements

• Methods of overcoming barriers to productivity improvement

• Components and methods to collect and analyse productivity

performance data

• Methods of implementing tools and techniques for

productivity improvement

• Advantages and disadvantages of different tools and

techniques for productivity improvement

• Roles of management in improving productivity

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Define the concept of productivity in the organisation’s

context

• Identify opportunities to improve and measure productivity

• Develop business cases and proposals for new opportunities

• Identify barriers to productivity and ways to overcome them

• Establish systems to measure productivity

• Recognise impact of qualitative factors on productivity

measurement

• Evaluate tools and techniques for productivity improvement




30

• Implement productivity improvement processes and cost

reduction strategies

• Monitor and analyse productivity performance data using

analysis tools

• Report and recommend productivity improvements for

endorsement in accordance with organisational procedures

and recipes, food and Workplace Safety and Health

requirements


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Analyse potential key areas (technical and/or business

related) for process improvement and/or value creation to the

organisation and suggest ways to adapt existing techniques

drawing from personal experiences and feedback

• Generate ideas to create new products

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Aligning organisational compliance procedures and policies

with food handling legislative requirements to meet quality

standards

• Generate ideas to build and develop relationships with new

and/or existing customers and internal and external

stakeholders

• Act as a role model and inspire team by showing trust,

respect and support towards co-workers and/or supervisor in

daily activities to achieve organisational objectives

• Deal with ethical and/or professional issues and make

judgement in accordance to organisation's current practice

and/or guidelines

Learning to Learn


develop and improve



work.

The ability to:

• Apply cognitive skills and/ or past experience to generate

technical or business solutions in unfamiliar areas

• Coach others to overcome constraints at work

• Constantly update learning in relevant work area to adapt to

changing environment

• Attempt to apply learnings from other areas of work




31

• Be a brand ambassador and “live” the brand

• Provide recommendations on changes to brand standards to

align with the evolving needs of the business and external

environment

• Ensure that there are standard procedures in place and

consistency in work output is maintained


(where applicable)


circumstances and







Act


system (HACCP)



Version Control


FSS-INO-4003-1.1 4 August 2017 Initial Version SSG and SPRING

Singapore




32

Skill Code SVCF-LS-301C-1

Skill Category Leadership

Skill Sub-Category


Skill Role Model the Service Vision

Skill Description

This skill describes the ability to demonstrate the characteristics of a

role model and promoting a customer-centric culture within the team to

achieve service excellence. It also includes encouraging a team in

service delivery and monitoring the performance of the team and

oneself.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Characteristics of a role model

• Organisation’s vision, mission and values

• Methods to demonstrate the organisation’s vision, mission and

values

• Methods to encourage team to deliver service

• Methods to promote a customer centric culture

• Methods to monitor performance of self and team

Application and

Adaptation


to perform the work


required of the

occupation, and the

ability to react to and

manage the changes

at work.

The ability to:

• Demonstrate the characteristics of a role model that reflect the

organisation's vision, mission and values

• Promote a customer-centric culture within the service environment

to achieve service excellence




33

Innovation and

Value Creation


to generate purposive


performance and/or

enhance business

values that are

aligned to


N/A

Social Intelligence

and Ethics


to use affective

factors in leadership,

relationship and

diversity management

guided by


ethics.

The ability to:

• Encourage team to deliver service in accordance with organisation

guidelines

Learning to Learn


to develop and




The ability to:

• Monitor performance of self and team to ensure consistency with

the organisation’s guidelines through customer feedback




34

Range of

Application

(where applicable)


circumstances and


may be

demonstrated.

A role model sets an example for others by walking the talk and acting

in ways that are consistent with organisational vision, goals and

objectives. This must include:

• Performing tasks at all levels of the team structure

• Employing effective communication techniques

• Displaying the qualities and characteristics of a service

professional

A customer-centric culture is one where there is strong desire for

teams to provide value-added, positive consumer experience that

leads to sustained competitive advantage in both the short-term and

long-term for organisational success.

Version Control


SVCF-LS-301C-1 1 September 2016 Initial Version WDA




35

Skill Code SVCF-PP-301C-1

Skill Category

People and

Relationship

Management

Skill Sub-Category


Skill Coach for Service Performance

Skill Description

This skill describes the ability to coach individuals for service

performance. It also includes using coaching techniques to close

service gaps and monitoring the progress of individuals for

improvements in service performance.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Characteristics and roles of a coach in coaching for service

performance

• Components of a coaching plan

• Methods to identify areas of improvement

• Techniques for coaching

• Barriers to learning

• Techniques for monitoring individuals for improvements in service

performance

• Methods to provide feedback to individuals on service

performance

Application and

Adaptation


to perform the work


required of the

occupation, and the


manage the changes

at work.

The ability to:

• Review feedback on individuals’ work performance to identify root

causes of performance gaps

• Prepare coaching plan for individuals taking into account barriers

to learning

• Use coaching techniques to address service performance issues

• Monitor progress of individuals for improvements in service

performance through customer feedback




36

Innovation and

Value Creation




performance and/or

enhance business

values that are

aligned to


N/A

Social Intelligence

and Ethics


to use affective


relationship and


guided by


ethics.

N/A

Learning to Learn


to develop and




The ability to:

• Reflect on own coaching style to review the suitability and

effectiveness in coaching individuals




37

Range of

Application

(where applicable)


circumstances and


may be

demonstrated.

A coaching plan is used to guide and manage coaching delivery to

ensure that coaching objectives are met. The coaching plan must

outline:

• Objectives of coaching, which should include areas for

development for the individuals

• Roles and responsibilities of the coach and the individuals

• Areas of development for the individual

• Coaching techniques and styles

• Key milestones

• Methods to monitor progress

• Providing feedback

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Skill Code ES-IP-402G-1

Skill Category

People and

Relationship

Management

Skill Sub-Category


Skill Develop a Work Team

Skill Description

This skill describes the ability to establish teams and allocate

resources in achieving organisational goals. It also includes cultivating

open communication for teamwork and evaluating the progress of the

team.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Critical factors in building a high performance team

• Characteristics and impact of team synergy on team performance

• Techniques for team building and development

• Coaching process aligned to organisational vision and business

goals

• Platforms and tools to create opportunities for team members to

contribute ideas and skills

• Components of systems to recognise contributions of team

members

• Implications of diversity issues on coaching

• Components of systems for development of staff

• Motivational theories related to rewards and recognition for staff

• Ways to determine trends in team performance

Application and

Adaptation


to perform the work


required of the

occupation, and the


manage the changes

at work.

The ability to:

• Analyse the types of teams required and their value in achieving

organisational goals

• Identify and elect work team members and align roles,

responsibilities, objectives and expectations of the work team to

organisational goals

• Delegate tasks and allocate resources to facilitate work team

towards the achievement of goals and objectives, taking into

consideration diversity issues




39

• Evaluate impact of task and role delegation among team

members on team synergy and make adjustments where

necessary in accordance to criteria set

• Encourage teamwork and foster commitment and sense of

ownership among team members based on team building and

development techniques • Assess the barriers to group interaction and communication and

establish infrastructure to facilitate knowledge management and

work team coaching which is aligned to organisational vision and

business goals

Innovation and

Value Creation




performance and/or

enhance business

values that are

aligned to


The ability to:

• Monitor and evaluate team progress and performance in

achievement of goals and objectives

Social Intelligence

and Ethics


to use affective


relationship and


guided by


ethics.

The ability to:

• Communicate the roles, responsibilities, objectives and

expectations to the work team and empower team members to

accomplish them

• Communicate feedback to team using the most suitable means

and data and provide recommendations to improve performance

• Recognise and reward team work and performance taking into

consideration implications of diversity issues

Learning to Learn


to develop and




The ability to:

• Seek feedback from peers and supervisors to improve own future

performance




40

Range of

Application

(where applicable)


circumstances and


may be

demonstrated.

N/A

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Skill Code ES-IP-401G-1

Skill Category

People and

Relationship

Management

Skill Sub-Category


Skill Lead Workplace Communication and Engagement

Skill Description

This skill describes the ability to lead workplace communication

through the implementation of communication strategies and

mechanisms. It also includes using negotiation strategies to achieve

organisational goals and win-win outcomes.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Communication strategies, tools and methods associated with the

various communication mechanisms to meet organisational goals

and objectives and their features

• Types and dimensions of organisational culture and their

characteristics

• Dimensions of conflict or dispute

• Desired goals to be achieved as a outcome of negotiation

• Motivations, priorities, interests and inclinations of stakeholders

involved in a negotiation

• Importance of considering cultural factors and various diversity

issues that affect the communication in a negotiation process

• Factors affecting the prioritising of goals and evaluation of

possible trade-offs

• Steps to develop relevant details and supporting arguments for

negotiation

• Negotiation styles and tactics for countering other party’s style

and their characteristics

• Sources of power, conflict and obstacles to a successful

negotiation and their implications in a negotiation

Application and

Adaptation The ability to:




42


to perform the work


required of the

occupation, and the


manage the changes

at work.

• Conduct research on best practices in workplace communication,

evaluate their suitability for adoption and establish benchmarks for

the organisation

• Develop communications plan to implement communication

strategies and mechanisms to meet organisational goals and

objectives

• Evaluate employees’ level of acceptance of organisation’s vision,

mission and core values and take corrective actions where

needed

• Evaluate effectiveness of communication strategies and

mechanisms and implementation plan according to criteria set

• Establish the actual causes of conflict or dispute and plan for

negotiation taking into account organisational goals and

objectives

• Assess negotiation situation and develop negotiation strategies

taking into consideration diversity issues

• Evaluate negotiation process and delegate appropriate follow-up

actions in a timely manner based on accurate and objective

analytical techniques

Innovation and

Value Creation The ability to:

• Evaluate gaps and barriers in workplace communication based on

determined benchmarks and establish communication strategies

and mechanisms that meet organisational goals and objectives




performance and/or

enhance business

values that are

aligned to


Social Intelligence

and Ethics The ability to:

• Use communication strategies to influence organisational culture

and motivate employees to commit to the organisation’s vision,

mission and core values

• Conduct negotiation to achieve organisational goals and win-win

outcomes by applying negotiation strategies and effective

communication skills


to use affective


relationship and


guided by


ethics.

Learning to Learn




43


to develop and




The ability to:

• Reflect on gaps in own communication and negotiation style to

make adjustments for future interactions

Range of

Application N/A

(where applicable)


circumstances and


may be

demonstrated.

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Skill Code SVCF-PP-302C-1

Skill Category

People and

Relationship

Management

Skill Sub-Category


Skill Manage a Diverse Service Environment

Skill Description

This skill describes the ability to manage a diverse service

environment. It also includes promoting inclusiveness, building team

cohesion and managing diversity challenges and opportunities that

may have implications on service delivery.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Types of diversity markers and their implications at work

• Strategies to build team cohesion to achieve organisational

service excellence

• Methods to assess diversity challenges and opportunities

• Methods to manage diversity challenges and opportunities in the

service environment

Application and

Adaptation


to perform the work


required of the

occupation, and the


manage the changes

at work.

The ability to:

• Incorporate team building activities into work schedules to build

an inclusive work environment

• Build team cohesion to achieve organisational service excellence

• Manage diversity challenges and opportunities that have

implications on service delivery




45

Innovation and

Value Creation




performance and/or

enhance business

values that are

aligned to


The ability to:

• Translate diversity challenges into opportunities to foster team

cohesion and enhance service delivery

Social Intelligence

and Ethics


to use affective


relationship and


guided by


ethics.

The ability to:

• Conduct sharing sessions to build awareness of diversity among

team members

Learning to Learn The ability to:

• Enhance one’s handling of team diversity by keeping abreast of

team diversity issues through feedback channels and by

observing employee interactions


to develop and




Range of

Application Inclusiveness may be defined as showing respect for people from

diverse backgrounds. An inclusive environment is one that creates a

sense of belonging and encourages and supports its members with

positive and specific feedback.

Diversity in the workplace refers to the presence of people from a wide

range of backgrounds and possessing different traits.

Strategies to build team cohesion to achieve organisational service

excellence must include:

(where applicable)


circumstances and


may be

demonstrated.




46

• Assigning roles, duties and responsibilities among team members

to achieve common goals and objectives

• Specifying the importance of working towards common goals

• Ensuring understanding of organisation’s vision, mission and

values among team members

• Building relationships with team members

• Building and maintaining trust, respect and rapport with team,

which must include:

o Supporting mutual concern and camaraderie

o Affirming respect for individual behaviours and differences

o Facilitating team building activities to develop a strong team

identity

o Arranging for job rotation for team members to better

appreciate others

work process

o Encouraging mutual acceptance among team members

• Fostering a culture of transparency in the organisation to

encourage openness to share among team members

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Skill Code FSS-PPM-4001-1.1

Skill Category

People and

Relationship

Management

Skill Sub-Category

(where applicable)

Skill Supervise, Motivate and Empower Staff

Skill Description

This skill describes the ability to supervise, motivate and empower

staff. It also includes planning staff rosters and addressing job

performance concerns, in accordance with organisational

procedures.

Knowledge and

Analysis



integration and




and activities.


• Organisational policies and procedures for planning staff

rosters

• Processes for developing staff rosters

• Factors to consider in assigning tasks to staff

• Effective listening and communication skills

• Methods to motivate and empower staff

• Means to empower team members to achieve organisational

goals

• Methods of conducting on-the-job supervision to enhance

work performance

• Techniques for providing positive and negative feedback to

staff

• Processes for resolving employee conflicts

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Comply with legal, industry and organisational requirements

in roster planning

• Review and make amendments or adjustments to duty

rosters, in response to contingencies

• Communicate roster details, including tasks and

expectations, to staff

• Apply effective leadership skills, including being a role model

to motivate staff




48

• Employ means to effectively enhance co-worker relationships

to achieve organisational goals

• Apply effective empowerment for organisational effectiveness

• Conduct on-the-job supervision to ensure organisational

goals are achieved

• Address staff performance concerns based on assigned

tasks

• Resolve conflicts between staff, in accordance with

organisational policy


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Provide positive and negative feedback to improve staff job

performance

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Empathise, listen and read staff proactively to address job

performance concerns when motivating staff

Learning to Learn


develop and improve



work.

The ability to:

• Self-reflect and review own effectiveness in supervising,

motivating and empowering staff

• Update own learning in ways to supervising, motivating and

empowering staff




49


(where applicable)


circumstances and



N/A

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Skill Code FSS-PDV-5001-1.1

Skill Category People Development

Skill Sub-Category


Skill Conduct Orientation and Training

Skill Description This skill describes the ability to conduct orientations, plan training

sessions, conduct and evaluate trainings.

Knowledge and

Analysis



integration and




and activities.


• Purpose of orientation and training sessions

• Orientation and training checklists

• Impact of successful orientation and/or training on business

operations

• Techniques and importance of gathering feedback from

participants

• Concept of adult learning principles and individual learning

styles

• Techniques for delivering training material

• Importance of using demonstrations to enhance learning

• Purpose and importance of performance evaluations

• Different forms of evaluation

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Create orientation and training plans, after determining needs

and objectives

• Conduct orientation and on-the-job trainings and create

positive learning environments

• Adapt orientation and/or training to meet learning styles

• Seek feedback from participants

• Assess the impact of training towards change in actual

performance

• Adjust training and orientation plans in accordance with

organisational procedures and recipes, food and Workplace

Safety and Health requirements




51


Creation


generate purposive


performance and/or

enhance business



The ability to:


Social Intelligence

and Ethics




and diversity



ethics.

The ability to:



• Establish good rapport with customers and internal

stakeholders


and support towards co-workers and/or supervisors in daily


• Exhibit integrity and ethical behaviour at the workplace

Learning to Learn


develop and improve



work.

The ability to:

• Identify gaps in learning and select approaches to close the

learning gaps and improve on quality of tasks assigned

• Provide feedback to co-workers and/or supervisors in a


• Keep up-to-date on industry trends in the food and beverage

sector

• Identify available opportunities to learn from co-workers

and/or supervisors for self



standards



their work output




52


(where applicable)


circumstances and







Act


system (HACCP)



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Skill Code LPM-PER-301C-0

Skill Category Personal Management and Development

Skill Sub-Category (where applicable)

N/A

Skill Develop Self to Maintain Professional Competence at Supervisory Level

Skill Description

This skill describes the ability to communicate effectively in a team

and lead team decision making. It also includes developing and

maintaining one’s professional competence.

Knowledge and

Analysis



integration and




and activities.


• Legal and ethical considerations relating to team

communication, development of professional competence,

and decision making within the team

• Organisational policies and procedures relating to

communication at all levels within the organisation, and

development of professional competence

• Implications and impact of decision making processes on

employees and the organisation

• Types of communication style practiced at the workplace

• Statistical analysis skills to support decision making

processes

Application and

Adaptation



and activities required of

the occupation, and the


manage the changes at

work.

The ability to:

• Seek comments and feedback to ensure message is received

and understood

• Gather necessary information for decision making and

explain process to team members to facilitate decision

making process

• Work with team to develop, assess and select most

appropriate decision to meet team and organisation

objectives based on success rate and risk factor

considerations




54


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Address barriers to communication to improve team

collaboration and effectiveness

Social Intelligence and

Ethics




and diversity



ethics.

The ability to:

• Use appropriate communication style and verbal and non-

verbal cues to communicate ideas and concepts in the

workplace

• Recognise own emotional states, their causes and effects on

one's communication with others to maintain positive

interpersonal relationships

Learning to Learn


develop and improve



work.

The ability to:

• Review performance to identify strengths and limitations of

one’s professional competence and seek opportunities to

address gaps in relation to one’s work role

• Maintain communication and engagement with team

members and supervisor to identify new and emerging areas

of professional practice


(where applicable)


circumstances and



N/A




55

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Skill Code FSS-PN1-4001-1.1

Skill Category Planning and

Implementation

Skill Sub-Category


Skill Maintain Inventories

Skill Description

This skill describes the ability to maintain inventories. It also includes

maintaining minimum stock and product levels, maintaining storage

areas and taking inventory.

Knowledge and

Analysis



integration and




and activities.


• Concept, definition, and importance of minimum stock levels

• Methods to perform receiving, stocktaking and inventory

count systematically

• Importance and methods of securing and maintaining storage

areas and access control

• Methods to handle unusable inventory

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Maintain minimum stock levels and replenish stock to

appropriate levels

• Execute stock counts

• Receive and store stocks according to guidelines

• Monitor and maintain condition and operation of storage area

• Impact of inventory levels on cost (i.e. just in time delivery)


Creation


generate purposive


performance and/or

enhance business

The ability to:





57



Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Monitoring organisational compliance with food handling



stakeholders






Learning to Learn


develop and improve



work.

The ability to:






sector



subordinates



standards



their work output


(where applicable)


circumstances and



N/A




58

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Skill Code SVCF-PL-301C-1

Skill Category Planning and

Implementation

Skill Sub-Category


Skill Manage Operations for Service Excellence

Skill Description

This skill describes the ability to manage resources, along with the use of

organisational guidelines to manage service operations. It also includes

implementing service operations to achieve service excellence, resolving

performance issues and monitoring feedback from customers.

Knowledge and

Analysis



integration and

inspection of facts

and information

required to perform

the work tasks and

activities.


• Types of resources required by the organisation for service

operations

• Organisation’s guidelines to support service operations

• Methods to implement guidelines for service operations

• Types of performance issues related to service operations

• Process of resolving performance issues

• Sources of feedback on service operations

• Process of monitoring feedback on service operations

Application and

Adaptation


to perform the work


required of the

occupation, and the


manage the changes

at work.

The ability to:

• Identify resource requirements required at various points of the

organisation’s service value chain

• Ensure adequacy of resources for implementation of service

operations plan

• Re-deploy resources to cater to high volume traffic

• Review service performance issues to determine root causes and

likely impact on customer

• Implement solutions to resolve performance issues

• Monitor feedback from customers and team on service operations




60

Innovation and

Value Creation




performance and/or

enhance business

values that are

aligned to


The ability to:

• Review resource requirements to optimise resource allocation

• Evaluate solutions to resolve performance issues

Social Intelligence

and Ethics


to use affective


relationship and


guided by


ethics.

The ability to:

• Brief service team on their role in implementation of service

operations plan

Learning to Learn


to develop and




The ability to:

• Keep abreast of trends in resource allocation to ascertain viability of

new methods to the organisation




61

Range of

Application

(where applicable)


circumstances and


may be

demonstrated.

An organisation’s service value chain is made up of multiple stakeholders

at different levels, all of whom have a part to play within the organisation

in upholding the organisation’s service standards.

Sources of a service value chain must include:

• Service blueprint

• Customer journey map

A service operations plan is an organisational roadmap that charts out

the key organisational functions and resources which are required in

order to meet, or exceed, customer expectations. It must include:

• Preparation for service operations

• Execution of service operations to customer

• Organisation guidelines to support service operations

• On-going monitoring for adherence to organisation’s service

standards

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Skill Code FSS-QUA-5005-1.1

Skill Category Quality

Skill Sub-Category

(where applicable)

Quality Management

System

Skill Manage Quality Systems and Processes

Skill Description

This skill describes the ability to manage customer expectations,

monitor costs of quality and assuring work processes are performing

in an acceptable manner using statistical techniques.

Knowledge and

Analysis



integration and




and activities.


• National and international quality standards

• Workplace quality system requirements

• Scopes of quality systems and processes

• Customer expectations

• Dimensions of quality

• Costs of quality

• Communication means

• Use of statistical process control tools for measuring and

tracking quality performance

• Quality issues resolution processes

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Determine workplace quality system requirements based on

the adopted national and/or international quality standards

• Gather customer expectations data on quality aspects of

products and services

• Perform statistical evaluation of work processes related to

products’ and services’ quality performance

• Disseminate statistical evaluation outcomes to relevant

stakeholders within the organisation for decision-making

• Plan quality cost savings and/or improvement activities to

manage costs of quality at the workplace

• Track the quality performance of the products and services in

accordance with organisational quality system requirements

• Resolve issues associated with non-conformity to quality

standards




63

• Prepare reports on quality performance of the products and

services to fulfil the quality system requirements


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Conduct costs of quality analysis related to the products and

services and identify areas for improvement in accordance

with organisational quality system requirements

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Communicate customers’ expectations on quality aspects of

products and services to relevant stakeholders within the

organisation, in accordance with organisational procedures

• Lead and manage co-workers and staff to achieve the

desired results on costs of quality at the workplace

Learning to Learn


develop and improve



work.

N/A


(where applicable)


circumstances and



N/A




64

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Skill Code FSS-SNM-4001-1.1

Skill Category Sales and Marketing

Skill Sub-Category


Skill Maintain Displays

Skill Description This skill describes the ability to maintain displays. It also includes

planning, setting up and maintaining displays.

Knowledge and

Analysis



integration and




and activities.


• Consideration factors in planning displays

• Maintenance guidelines for displays, including security,

safety, housekeeping and hygiene

• Types of display units

• Various resources from suppliers

• Principles of visual display and merchandise presentation

• Methods and tools to clean the display

• Common information on the display units

• Customers' reactions to displays

• Procedures of dismantling of displays

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Review display plans

• Source for required resources for displays

• Prepare and set up displays items, units and equipment

• Check visual appeal of displays regularly

• Maintain cleanliness and visual appeal of displays

• Dismantle displays appropriately in accordance with

organisational procedures.


Creation


generate purposive


The ability to:





66

performance and/or

enhance business



Social Intelligence

and Ethics




and diversity



ethics.

The ability to:




stakeholders






Learning to Learn


develop and improve



work.

The ability to:






sector



subordinates



standards



their work output


(where applicable)


circumstances and


• National Environment Agency (NEA) environmental Public



Act




67




system (HACCP)



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Skill Code FSS-SEM-4002-1.1

Skill Category

Site/Outlet and

Equipment

Management

Skill Sub-Category


Skill Implement Site/Outlet and Equipment Maintenance Plans

Skill Description

This skill describes the ability to implement site and/or outlet and

equipment maintenance plans. It also includes determining site and/or

outlet maintenance requirements, scheduling and monitoring

maintenance activities, monitoring use and maintenance of equipment

and implementing environmental programmes.

Knowledge and

Analysis



integration and




and activities.


• Site and/or outlet maintenance plans and their importance to

performing maintenance work

• Equipment usage and maintenance requirements according

to manufacturers' instructions

• Resources needed to carry out maintenance tasks

• Common sources of information about maintenance needs

and schedules

• Importance of ensuring maintenance activities follow

manufacturers' guidelines, timelines and specifications

• Training requirements for maintenance staff and equipment

operators

• Importance of environment-friendly programmes for

operations in long-term

• Methods of motivating staff to carry out environmentally

conscious procedures

Application and

Adaptation






The ability to:

• Determine maintenance needs and priorities

• Develop and implement maintenance schedules

• Source for necessary resources

• Maintain proper documentation on maintenance

• Ensure staff are trained appropriately for using and

maintaining the equipment




69

and manage the

changes at work.

• Identify opportunities for implementing environmental

programmes

• Develop environmental programme action plans and share

with staff

• Provide updates to management with progress reports


Creation


generate purposive


performance and/or

enhance business



The ability to:


Social Intelligence

and Ethics




and diversity



ethics.

The ability to:




stakeholders






Learning to Learn


develop and improve



work.

The ability to:






sector



subordinates



standards




70



their work output


(where applicable)


circumstances and







Act


system (HACCP)



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Skill Code ES-JS-401G-1

Skill Category Workplace Safety and

Health

Skill Sub-Category


Skill Manage Workplace Safety and Health System

Skill Description

This skill describes the ability to administer a Workplace Safety and

Health (WSH) system at the managerial level. It also includes working in

consultation with WSH personnel and committees in accordance with

the WSH Act and establishing and evaluating WSH policies and risk

control measures.

Knowledge and

Analysis



integration and




and activities.


• The responsibilities of the designated personnel and committees

under WSH Act and its subsidiary legislation

• The responsibilities of employees, supervisors and management in

WSH

• Organisation’s WSH system, general policies, procedures,

programmes and evaluation guidelines

• Management arrangements relating to regulatory compliance,

hazards and risks, control measures and relevant expertise

required

• Importance of benchmarking WSH performance against national

and international standards

• Business continuity planning and risk assessment related to

infectious disease outbreak

• Potential impact of infectious disease outbreak on organisational

business financials, staff and customers

• Importance of assessing and reviewing workplace risk

management activities in accordance with the guidelines provided

by the WSH Act




72

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Develop WSH policies and training programmes that meet

identified training needs of employees and clearly express

organisation’s commitment in accordance with the guidelines

provided by WSH Act

• Implement and maintain a relevant and consistent WSH system in

the organisation

• Incorporate WSH responsibilities and duties into job descriptions of

all employees and facilitate the allocation of financial and human

resources for the operation of WSH system in the organisation

• Set up a system for monitoring and evaluating WSH records that

allow identification of patterns of workplace injury and disease

within the area of managerial responsibility

• Assess and evaluate the effectiveness of the WSH system and

related policies, procedures and programmes according to the

organisation’s aims with respect to WSH

• Develop a risk assessment procedure that is integrated within

systems of work and procedures in the organisation

• Assess the risks presented by identified hazards and develop

measures to control assessed risks according to hierarchy of

control, relevant WSH legislation, codes practice and trends

identified from the WSH records systems

• Develop procedures for on-going control of risks associated with

hazardous events that meet legislation requirements in consultation

with appropriate emergency services

• Address hazard identification and risk control at the planning,

design and evaluation stages of any change within the area of

managerial responsibility to ensure that adequate risk control

measures are included

• Facilitate the provision of resources to enable implementation of

new risk control measures in accordance with the organisational

procedures




73


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Resolve issues raised through consultation and develop

improvements to the WSH system according to the procedures for

issue resolution to ensure more effective achievement of the

organisation’s aims with respect to WSH

• Monitor and improve existing risk management activities and risk

control measures to ensure procedures are adopted effectively

throughout the area of managerial responsibility

Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Establish and maintain appropriate participative and

consultative processes and outcomes readily accessible to

employees according to the relevant WSH legislation and

consistent with the organisation’s overall process for

consultation

Learning to Learn


develop and improve



work.

The ability to:

• Update own knowledge in WSH legislation, codes of practice and

industrial standards and conduct training for new operations and

equipment




74


(where applicable)


circumstances and



Identify the responsibilities of a general worker and employee must

include:

• Working in compliance with the WSH Act

• Observing safe work procedure

• Reporting unsafe working conditions and work practices

• Reporting work-related incidents and accidents

Identify the responsibilities of a WSH committee must include:

• Acting as an advisory body

• Identifying hazards and obtaining information about them

• Recommending corrective actions and monitoring results of

implemented solutions

• Conducting accident investigations and workplace inspections

• Making recommendations to the management regarding actions

required to resolve health and safety concerns

Identify the responsibilities of a supervisory personnel, must include:

• Ensuring that worker uses suitable and adequate personal

protective equipment, and handles appropriate and non-faulty tools

and equipment

• Advising workers of potential and actual hazards and control

measures

• Taking every reasonable precaution in the circumstances for the

protection of workers.

• Implementing and monitoring safe work conditions

• Implementing safe work practices and monitoring for compliance

Identify the responsibilities of a WSH personnel must include:

• Exercising general supervision of compliance to the provision of

WSH Act and its subsidiary legislations made to ensure a safe and

healthy workplace

• Conducting WSH inspections in accordance with planned

inspection, schedule and recommending corrective actions where

needed

• Monitoring effectiveness of implemented corrective actions

• Conducting investigation on incidents

• Promoting WSH

Identify the responsibilities of management must include:

• Establishing and maintaining a workplace safety management

system to self-regulate WSH issues




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• Establishing and maintaining a WSH committee

• Taking reasonable and practicable measures so far as to ensure a

safe and healthy workplace for all employees

• Training employees on identification of potential hazards,

compliance with appropriate control measures and how to handle

emergencies

• Supplying personal protective equipment to employees and

ensuring they know how to use the equipment safely and properly

• Reporting workplace accidents immediately to the relevant

authorities

Establish and maintain the framework for WSH must include:

• Policy development and updating

• Determining the ways in which WSH will be managed. This must

include distinct WSH management activities, or inclusion of WSH

functions within a range of management functions and operations

such as:

o Maintenance of plant and equipment

o Purchasing of materials and equipment

o Designing operations, work flow and materials handling

o Planning or implementing alterations to site, plant, operations or

work systems

• Mechanisms for review and allocation of human, technical and

financial resources needed to manage WSH, including defining and

allocating WSH responsibilities for all relevant positions

• Mechanisms for keeping up-to-date with relevant information and

updating the management arrangements for WSH, for example,

information on health effects of hazards, technical developments in

risk control and environmental monitoring and changes to

legislation

• Mechanisms to assess and update WSH management

arrangements relevant to legislative requirements

• A system for communicating WSH information to employees,

supervisors and managers within the enterprise

Establish and maintain a WSH training programme must include:

• Arrangements for on-going assessment of training needs, for

example, relating to:

o Workers, supervisors and managers

o Specific hazards

o Specific tasks or equipment or process or chemical

o Emergencies and evacuations

o Training required under WSH legislation




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• Allocation of resources for WSH training, including acquisition of

training resources, development of staff training skills and purchase

of training services

• Induction training

• Training for new operations, materials or equipment

Establish and maintain a system for WSH records must include:

• Identifying records required under WSH legislation, for example:

o Workers’ compensation records

o Hazardous substances registers

o Safety Data Sheets (formerly known as Material Safety Data

Sheets)

o Major accident and injury notifications

o Certificates and licences

• Manufacturers and suppliers WSH information

• WSH audits and inspection reports

• Maintenance and testing reports

• Workplace environmental monitoring and health surveillance

records

• Records of instruction and training

• First aid and medical treatment records

Benchmark WSH performance must include:

• Accident frequency rate

• Accident severity rate

• Fatality rate

Establish and maintain forms of participation and consultation that are

specific to the workplace must include:

• Formal and informal meetings which include WSH

• WSH committees

• Suggestions, requests, reports and concerns put forward by

employees to management

• WSH inspections

• Audits

• Risk assessment and control

• Procedures for reporting of hazards, risks and WSH issues by

managers and employees

• Inclusion of WSH in other meetings and processes




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Skill Code FSS-WSH-3002-1.1

Skill Category Workplace Safety

and Hygiene

Skill Sub-Category

(where applicable)

Quality and Hygiene

Standards

Skill Conduct Food and Beverage Hygiene Audits

Skill Description

This skill describes the ability to conduct food and beverage hygiene

audits in accordance to regulatory and/or organisational requirements.

It also includes conducting audits on personal hygiene practices,

usage of safe ingredients, handling of food safety, food storage and

cleanliness and upkeep of utensils, equipment and service and/or

storage areas.

Knowledge and

Analysis



integration and




and activities.


• Regulations and standards on food and beverage hygiene

• Food and beverage hygiene audit plans

• Audit methods

• Audit principles, procedures and techniques

• Physical areas, work processes and practices to be audited

• Methods of document reviews to collect and verify

information

• Methods of using audit evidence to generate audit findings

• Methods to manage disagreements among operations teams,

co-workers, management and other relevant personnel

• Types of follow-up audits

• Sources of food contamination and prevention methods

• Hazard Analysis Critical Control Point (HACCP) principles,

critical limits and control measures

• Food allergens

• Impact of site design and construction on food hygiene

• Organisational dress codes

• Required personal protective clothing

• Importance and guidelines for personal hygiene

• Approved food sources

• Indicators of food spoilage

• Proper use of equipment and utensils

• Food catering guidelines

• Food packaging techniques




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• Organisational and legislative guidelines for conducting

audits on food transportation and temperature control during

transportation

• Standards for food transportation and temperature control

during transportation

• Standards for housekeeping and cleaning

• Methods for cleaning and disinfecting food premises

• Indicators of pest infestation

• Methods for control and disposal of pests

• Basic principles of cleaning processes for cutlery, utensils,

equipment, surfaces and/or floors

• Desirable environmental conditions

Application and

Adaptation






and manage the

changes at work.

The ability to:

• Plan for food and beverage hygiene audits

• Conduct food and beverage hygiene audits on:

o Good personal hygiene practices

o Safe usage of ingredients

o Safe handling of food

o Safe storing of food

o Cleanliness and upkeep of utensils, equipment and

premises in accordance with organisational procedures

and recipes, food and Workplace Safety and Health

requirements


Creation


generate purposive


performance and/or

enhance business



The ability to:

• Review workflows and operations periodically in accordance

to regulatory and/or organisational requirement

• Identify and recommend areas of improvement and/or

corrective actions to meet regulatory and/or organisational

requirement




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Social Intelligence

and Ethics




and diversity



ethics.

The ability to:

• Communicate with operations teams, co-workers,

management and other relevant personnel on audit issues to

meet regulatory and/or organisational requirement

Learning to Learn


develop and improve



work.

The ability to:

• Update knowledge and skills on good food and beverage

safety and hygiene standards by engaging in peer reviews

and professional development platforms, such as training and

attaining certifications; and by subscribing to various news

channels and various government agencies that regulate

food safety and workplace safety


(where applicable)


circumstances and



Regulations and standards on Food and Beverage Hygiene must

include:

• Environmental Public Health Act and its subsidiary legislation

• National Environment Agency licensing requirements,

grading and Points Demerit System (PDS)


Act and all updates and current policies

• Sale of Food Act and its subsidiary legislation

• Wholesome Meat and Fish Act and its subsidiary legislation

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Definitions of the Five (5) Domains

Domain

Definition

Knowledge and

Analysis

Knowledge includes the gathering of facts and information through

traditional and digital forms. Analysis involves the cognitive processing,

integration and inspection of single or multiple sources of facts and

information required to perform work tasks and activities and takes into

consideration, the work contexts in which the tasks and activities are

carried out. The result of knowledge and analysis produce judgements on

work tasks/activities/issues/areas, and the conceptualisation of solutions

to solve problems at work.

Application and

Adaptation

Application involves the ability to perform work tasks and activities defined

by the requirements of the occupation. Adaptation involves the ability to

react to and manage the changes in the work contexts. The result of

application and adaptation leads to the production of psycho-motor actions

and behavioural reactions to the work tasks/activities/issues/areas, and

the execution of the planned solutions to solve problems at work.

Innovation and

Value Creation

Innovation includes the ability to generate purposive ideas to improve work

performance and/or enhance business values that are aligned to the

organisational goals. As a result of innovation, the organisation is able to

reap the values from individual or team contributors to achieve

organisational growth.

Social Intelligence

and Ethics

Social intelligence includes the ability to appreciate and use affective

factors in leadership, relationship and diversity management guided by

professional codes of ethics as effective individuals or team contributors.

Learning to Learn

Learning-to-learn includes the ability to improve on self-development

within and outside of one’s area of work. It involves the continual inspection

of one’s knowledge, analytical, application, adaptive, innovative and social

skills that are needed to perform the work optimally and/or solve problems

effectively.

Documents

SKILLS FRAMEWORK FOR FOOD SERVICES SKILL ... FRAMEWORK FOR FOOD SERVICES SKILL STANDARD SERVICE SUPERVISOR (F&B SUPERVISOR / FLOOR MANAGER / SHIFT MANAGER / HEAD WAITER) Copyright